Board of Supervisors Business Meeting - Loudoun Now · Memorandum of Understanding between the County and the Loudoun Museum. BACKGROUND: In July 2015, the Board of Supervisors approved

Date of Meeting: December 16, 2015

#7e

BOARD OF SUPERVISORS

BUSINESS MEETING

ACTION ITEM

SUBJECT: FINANCE/GOVERNMENT SERVICES AND

OPERATIONS COMMITTEE REPORT: Loudoun

Museum Update

ELECTION DISTRICT: Leesburg

CRITICAL ACTION DATE: At the pleasure of the Board

STAFF CONTACTS: Julie Grandfield, County Administration

Megan Bourke, Department of Management and Budget

PURPOSE: The purpose of this item is to update the Board of Supervisors on the long-term

financial future of Loudoun Museum as directed by the Board on July 15, 2015.

RECOMMENDATIONS: Finance/Government Services and Operations Committee

(FGSOC): At its December 8, 2015 meeting, the Finance/Government Services and Operations

Committee voted (2-2-1, Buona and Reid opposed; York absent) without recommendation to the

Board of Supervisors (Board) that the Board: allocate $42,500 to the Loudoun Museum in FY

2016; direct staff to program $156,000 for the Loudoun Museum contribution in the FY 2017

Proposed Budget; establish an Executive Oversight Committee for the purpose of providing

assistance and guidance to the Museum in hiring a development manager (who would be an

employee of the Museum) to establish and execute a development plan; and direct staff to

develop a Memorandum of Understanding between the County and the Loudoun Museum.

Staff recommends that the Board of Supervisors provide an additional $42,500 to the Loudoun

Museum in FY 2016; direct staff to program a contribution to the Loudoun Museum in the FY

2017 Proposed Budget of $156,000; establish an Executive Oversight Committee to assist in the

hiring of a development manager for the Loudoun Museum; and direct staff to develop a

Memorandum of Understanding between the County and the Loudoun Museum.

BACKGROUND: In July 2015, the Board of Supervisors approved a supplemental funding

allocation in the amount of $55,000 to the Loudoun Museum for a total FY 2016 contribution of

$91,007 (the Loudoun Museum was awarded $36,007 through the non-profit grant process in

June). The Loudoun Museum shared with the Board that without this supplemental funding, it

would have to begin the process of dissolution. The Board directed staff to return in December

2015 with a plan for the long-term financial future of the Museum.

Item #7e, FGSOC Report: Loudoun Museum Staff Update

Board of Supervisors Business Meeting

December 16, 2015

Page 2

Since July, County staff has met frequently with Loudoun Museum staff and trustees as well as

other community stakeholders (“Museum working group”) to discuss the future outlook of the

Museum. Members of that working group included:

Julie Grandfield, County Administration

Robin Bartok and Stacey Carey, Board of Supervisors

Staff from the Departments of Management and Budget; Parks, Recreation, and

Community Services; General Services; and County Attorney’s Office

Buddy Rizer, Department of Economic Development

Gary Clemens, Clerk of the Circuit Court

Liz Whiting, Larry Stipek, and Peter Kelpinski, Loudoun Museum Board of Trustees

Alana Blumenthal, Loudoun Museum

Amy Owens, Community Foundation

Beth Erickson, Visit Loudoun

Mark Miller, Library Board of Trustees

Andy Johnston, formerly of Loudoun Cares

The overriding goal of these discussions was to offer solutions that would enable the Loudoun

Museum to continue to operate as an independent, non-profit organization. These discussions

concentrated on four key discussion areas: Museum Board of Trustees’ culture and

responsibilities, forging community partnerships, implementing a formal development plan, and

accomplishing short-term goals. This report also includes the results of surveying other museums

with annual operating budgets of $500,000 or less, as requested by the Board. Staff is also

prepared to research alternative scenarios that could include absorbing the Museum’s functions

and artifacts into the operations of the County.

Key Discussion Areas

Museum Board of Trustees’ Culture and Responsibilities

In its presentation to the Board of Supervisors on September 5, 2012, the Loudoun Museum

presented a Turn-Around Business Plan. The goal of this plan was to change the operational

direction of the Museum to reduce its dependence on substantial County funding. In this plan,

the Museum cited its intention to revitalize its definition of Board of Trustee membership; of

most importance to the Museum’s current financial situation, the Turn-Around Plan expected

each trustee to give or fundraise a minimum of $1,000 annually.

The Museum working group had considerable conversation about the expectations of trustees.

The Museum has experienced difficulty cultivating a “giving board”; its trustees are more likely

to make in-kind contributions than monetary contributions. While these contributions benefit the

Museum, they neither meet the expectations as set out in the Turn-Around Plan nor do they

provide the Museum with the cash flow needed to run day-to-day operations. It appears that the

Turn-Around Plan was never fully implemented. Generally, there is not a focus on development

and fundraising but rather on operations of the Museum. The Museum working group does



December 16, 2015

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acknowledge that shifting the culture of a voluntary board does take time and has encouraged the

Board of Trustees to continue to shift expectations of its members. However, the Board of

Trustees has 14 members; if all members contributed a minimum of $1,000, some of the

Museum’s revenue concerns could be partially offset.

In addition to giving, the Museum working group discussed the possibility of the Museum Board

of Trustees benefitting from the guidance of a temporary Executive Oversight Committee. This

Committee, established by the Board of Supervisors and appointed by the County Administrator,

would gather community stakeholders and those experienced with non-profit management and

fundraising to provide targeted guidance for the Loudoun Museum Board of Trustees as it

completes its transition. The Executive Oversight Committee would provide guidance and

assistance to the Loudoun Museum in: 1) recruitment of trustees that can commit to annual

contributions; 2) hiring a development manager; and 3) completion and execution of a formal

and executable development plan for the Museum.

Community Partnerships

Based on participation in the Museum working group, staff has learned that the survival of the

Loudoun Museum is an important issue for many of its community peers. Those organizations

have offered advice, guidance, and strategies to put the Loudoun Museum on a path to financial

independence and future success. In order to take advantage of those stakeholders’ support, the

Museum Board must continue to forge those relationships. The Loudoun community offers a

considerable variety of potential partners with whom the Museum can engage from both a

fundraising and mutual mission perspective. Building those partnerships will be part of the

essential responsibility given to trustees and a core component of the formal development plan.

Formal Development Plan

Through the months-long discussion with the Museum working group, it became apparent that

Loudoun Museum’s limited resources (FY 2016 operating budget is less than $110,000) have

severely limited its abilities to provide beyond the basic services of a museum; that is, the

Museum is able to curate its exhibits with extremely limited complementary programming.

Fundraising efforts are managed through trustee and volunteer initiative. The Museum’s current

staff includes a full-time curator/director of administration and a part-time visitor services

coordinator.

In order for the Museum to move toward financial stability, it must first put in place a formal and

executable development plan. Such a plan will set up a framework for establishing short-, mid-,

and long-term goals and objectives and strategies to activate key stakeholders at each level. Staff

believes a development plan is essential for the Loudoun Museum to have any chance of

becoming financially sustainable. The Loudoun Museum will also need to hire a development

manager who is specifically devoted to cultivation of fundraising opportunities, marketing of the

museum, as well as nurturing long-term, mutually beneficial relationships with community

partners. The development manager would be charged with tapping into several communities in

Loudoun that are, at present, not fully engaged: the private sector (including large and small



December 16, 2015

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corporations and businesses), educational institutions, other non-profits, and individual members.

The development manager will also form and maintain a stable base of volunteers. The goal

would be for the development manager to raise at least enough funds so that the position can

eventually pay for itself. Initially, the Museum cannot fund this position itself and staff proposes

that the Board consider contributing to its full cost.

Short-Term Accomplishments and Goals

Over the past five months, the Loudoun Museum has begun to actively seek short-term

accomplishments that position it for future success as well as show progress to the Board of

Supervisors. Those accomplishments include:

Professional presentation to the Loudoun Chamber of Commerce on exhibit sponsorship

opportunities (scheduled for January 2016). Sponsorship opportunities will be marketed

to small and large Loudoun businesses.

Extension of The Hauntings for an additional weekend for the 2016 program. The

extension of this popular event next year, which raised $10,390 in 2015 (approximately

$1,000 more than in 2014), will be a substantial revenue producer. Both weekends of The

Hauntings will also create additional partnership opportunities with downtown Leesburg

businesses and Visit Loudoun.

Increase of Museum membership from 25 members one year ago to 52 members as of

November 2015. New members generate membership dues as well as help promote

Museum programming and events.

The Museum working group also discussed a number of longer term goals that could be

addressed over the next 12 months that would further strengthen the Museum’s financial

position.

Museum Board composition changes. Seven trustee positions are up for renewal over the

next year. The Loudoun Museum will attempt to fill any vacancies that are created with

members committed to the Museum Board’s revitalized mission of becoming a “giving

board.” The Executive Oversight Committee would assist with selection of new trustees

who would commit to giving or fundraising $1,000 per year.

Developing targeted corporate partnerships. Given its over 8,000 artifacts, the Loudoun

Museum is able to develop themed exhibits. Based on those themed exhibits, the

Museum will be able to target specific corporate partners for sponsorships for exhibits

potentially relating to their businesses or industries.

Programming development, enhancements, and satellite locations. To expand its reach

into the community, the Museum working group discussed a model of travel

programming, where Museum volunteers would bring programming to paying school and

club groups. This goal would take advantage of the Museum’s volunteers, generate

additional revenue, and compensate for the capacity restrictions at its current facility.

(Generally the Museum is too small to accommodate large visiting groups.) To raise its



December 16, 2015

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profile throughout the County, the Museum will also attempt to display its artifacts at

satellite locations throughout the County.

Leveraging “new” types of volunteers. As the Museum can improve and expand its

programming, especially its travelling programming, it will appeal to a greater group of

potential volunteers, including retired teachers and student interns.

Memorandum of Understanding

A Memorandum of Understanding (MOU) between the County and the Museum is strongly

recommended. Through this MOU, the Museum could rely on an established funding level for

the period of the MOU, and the County could establish more formal conditions on the annual

contribution to include performance metrics and required fundraising levels. The agreement

would also outline the role of the Executive Oversight Committee as well as the role and

responsibilities of the development manager. Staff anticipates the MOU would include

benchmarks to revisit the County’s contribution levels and balance those with fundraising

revenues.

Survey of Other Museums

A detailed survey of 12 other museums was conducted. The majority of those surveyed operate

their museums through a separate 501(c)3. Two museums (in the Cities of Alexandria and

Manassas) operate as part of the city governance structure. A few also have historical societies

that are connected with their operations. All of the museums have at least two staff members and

the majority indicated they have a stable base of volunteers or interns. The Loudoun Museum has

indicated that its use of volunteers is generally difficult due to lack of commitment from the

individuals. Information related to the various museums’ funding sources resulted in a discussion

of a host of ideas and concepts that could be implemented by the Loudoun Museum, including

active pursuit of corporate sponsors for displays, conducting an annual gala, sponsoring pairings

with local vineyards, recruiting a well-known individual spokesperson and advocate, conducting

an aggressive annual membership drive, and conducting special events and activities in which a

participation fee is charged (such as historical events, “Nights at the Museum,” auctions,

recognition bricks, products/souvenirs, flea markets, walking tours, raffles, or antique shows).

ISSUES: While the Loudoun Museum has been an engaged partner on the Museum working

group, its ability to execute the ideas summarized above remains unknown. In the past, the

Museum was not able to fully execute its Turn-Around Plan and has continued to require

supplemental County funding to continue its operations. Staff believes that the key to the

Museum’s financial stability is a well-defined and executable development plan and dedicated

staffing to successfully implement and manage it. Given its current staffing level of one full-time

and one part-time staff, the Museum is neither able to fund, develop, nor implement such a plan

on its own. The Executive Oversight Committee will have the fundamental requirement of

putting such a plan into motion. In addition to the development plan, which is a major

undertaking, the Museum Board will need to continue to make its way through short-term goals



December 16, 2015

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to improve its reputation and build its community network. However, its ability to attract trustees

who buy into the concept of a “giving board” will continue to be a challenge.

Given its limited resources, the Loudoun Museum can neither purchase consultant services to

create a development plan nor hire a development manager to implement the plan. Staff believes

that the plan and development manager are essential to the success of the Museum and therefore

recommend the Board allocate funds to cover the cost of both.

Though the Museum’s current facility has not been a primary issue of discussion of the Museum

working group, it continues to be the source of a number of underlying issues that will impede

the Museum’s long-term success. The Museum is housed in an historic pair of converted

nineteenth century structures in downtown Leesburg, leased to the Museum by the Town at

minimal cost. The facility itself is in need of major structural repair and maintenance and cannot

be counted on as a permanent location over the long-term. It also suffers from ADA compliance

issues and capacity restrictions; the facility can accommodate 15 to 20 visitors to tour the

exhibits and has a capacity maximum of 40 during seated lectures, which severely restricts

groups from visiting and, in turn, the ability for the Museum to generate significant revenue from

those visitors. In addition, many similar intuitions generate additional income through facility

rental (i.e., for weddings, holiday events, meetings), but given the Museum’s current space

limitations, it is unable to accommodate most of the requests it receives. Organizations with

larger space can also host their own major fundraising events rather than renting space

elsewhere. If the Museum is able to improve its financial situation, going forward the facility

concerns will be its next major hurdle to continued success.

FISCAL IMPACT: The annual cost of a development manager is approximately $65,000; the

FY 2016 partial year cost is $32,500. If it is necessary to contract with a consultant to produce a

development plan, the cost to do so will be no more than $10,000. Funds in the amount of

$42,500 are available in the FY 2016 unallocated General Fund appropriation. The total FY 2016

contribution to the Loudoun Museum would be no more than $133,507 ($91,007 of previous

allocation, $32,500 for partial year funding of development manager, and $10,000 for

development plan).

If the Board so chooses to replicate this contribution in FY 2017, the total contribution to the

Loudoun Museum would be $156,000 (full-year funding of development manager, less the cost

of the development plan). As part of the proposed MOU negotiations and in preparation for the

FY 2018 budget process, staff would reevaluate if any funds could be reduced and replaced by

fundraising revenue.

ALTERNATIVES:

1. Direct staff to develop a scenario in which the Loudoun Museum, its functions, and

artifacts are absorbed into the County Government. This is not recommended because

there is a financial benefit to having the Museum exist as a 501(c) 3. As a separate non-

profit, the Museum has the capability to do fundraising; the County government is

prohibited from such activities. Furthermore, it is likely that unsolicited donations would



December 16, 2015

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decrease if not end entirely. Individuals, businesses, and larger corporations would be

more willing to donate to a non-profit than they would to the County government.

Additionally, the County’s costs would increase if the County operated the facility.

2. Take no action, which would likely mean the Loudoun Museum would pursue a formal

dissolution process.

DRAFT MOTIONS:

1. I move that that the Board of Supervisors: allocate $42,500 to the Loudoun Museum in

FY 2016; direct staff to program $156,000 for the Loudoun Museum contribution in the

FY 2017 Proposed Budget; establish an Executive Oversight Committee for the purpose

of providing assistance and guidance to the Museum in hiring a development manager

(who would be an employee of the Museum) to establish and execute development plan;

and direct staff to develop an MOU between the County and the Loudoun Museum.

2. I move an alternate motion.

ATTACHMENT:

1. Survey of Other Museums

CHARLES E. MILLER BRANCH & HISTORICAL CENTER

Museum Collections Private or Gov’t

Funding Types / Revenue Stream Partnerships Marketing Staffing Governance Operating Budget

Challenges

Charles E. Miller Branch & Historical Center 9421 Frederick Road Ellicott City, MD 21042

Historical Society (at the Library) Hours: Mon.-Tues.: 1p-8p Weds., Thurs., & Fri. 1p – 5p and Sat. 1p-5p

Historical Society’s Archive and Research Library is on the 2nd floor.

The Society does manage a smaller museum in Ellicott City

Museum hours: Fri. – Sat. – 1-5pm Sun. 1-5p

20,000 individual items (maps, plats, ledgers, photographs, slides, documents and books). These items are not lent out.

501©(3) Membership Tiers: Gold - $500 Silver - $250 Bronze - $100 Family - $50 Individual - $25 Student - $10 Gift - $55

Annual campaign (most recent campaign brought in approx.. $27,000)

____________________________

Smaller Museum at Ellicott City Location: - Rental space at museum in Ellicott

City - Haunted History Tour $10- Lecture Series - $5- Annual Holiday House Tour

Local businesses have partnered with the museum on sponsoring exhibits.

Location of Research Center in Library Branch is good marketing tool.

visitMD.org website

_________________ Facebook

Twitter

Word of Mouth

visitMD.org website

1 Full-time at the Historical Center (Library)

Volunteers

___________ 1

Howard County Historical Society

Howard County owns the building and pays for utilities at the Library location

Very little staff – rely on volunteers

________________ Older building; maintenance issues

staffing

Opened on 12/17/2011. The building design was the result of a collaborative effort between the architects, Howard County Library and the Howard County Historical Society. The building cost $29M. Funding: County provided $27M and State provided $2M via a grant from the Maryland State Department of Education, Division of Library Development and Services.

The Historical Society’s Archive and Research Library occupies 3,000sq. ft on the second floor. Space is climate controlled to protect documents. Items brought into the area restricted.

Benefits of library location: State of the art facility / Exposure to 2,000 daily visitors / Increased volunteer numbers (due to exposure to library customers)

ATTACHMENT 1 A-1

CHESTER COUNTY HISTORICAL SOCIETY (PENNSYLVANIA)


Funding Types / Revenue Stream

Partnerships/ Friends of

Marketing Staffing Governance Operating Budget

Challenges

Chester County Historical Society (PA) 225 North High Street West Chester, PA 610-692-4800

Hours: Tuesdays-Saturday 9:00am-4:30pm

Closed Holidays

Admission: $6 – general admission

$5-seniors

$3.50-students

Children free

Visitors Per Year: ?

NOTE: Did not speak to staff for information

500,000 documents

100,00 photographs

80,000 artifacts

Donor donations

Non-profit Rental space fees – (2,600 sq. ft. Cultural Center w/auditorium, classrooms, conference rooms and terrace)

Membership levels - $45, $55, $125, $250, $500

Heritage Fund – annual giving

Tribute giving – gifts in honor of someone

Corporate membership - benefits to employee & designed to enhance public presence w/in the community

Educational Improvement Tax Credit Recipient (EUTC) -PA tax credits for corporate donations.

Current Campaign for: Chester County: A Place in History- a 6,000 sq ft new perm. exhibition - $2.2M raised to dateAnonymous donor pledge $1 forevery $1 received. $400,000 grant from

National Endowment for Humanities (9/25/15)

Received $250,000 technology pledge from Bentley (10/9)

2013 – Raised approximately $1,151,000 from donors.

Speakers Program $100-$150

Annual Antiques Show –preview tickets $200 & $150 based on arrival time; $15 general Admission –large show

1,214+ members Different membership levels: Rothrock Society - $100,000+ Painter Society - $25,000+ Sharpless Society-$ 10,000 plus

Cope Society-$5,000+

Darlington Associates $2,500+

Founders Society-$1,000+

Lots of school programs (5,000 educational programs hosted on site to date)

Historical Society’s programs/events support 1,200 room nights annually at area lodging

Received grant from William Penn Foundation to focus on marketing programs and rebranding feasibility program (may change their name). Hired 20/10 Solutions (consultants) to work on rebranding/ marketing.

Press releases on events/exhibits

Mailings

Facebook / Twitter

Started consulting services (exhibitions, collections mgt., and org development) in 2013

20 (includes Operations Mgr., Dev. g manager)

Internship program

Volunteers

20 Trustees (4 are directors)

CCHS – in existence for 120 yrs.

$1,553,908 Society president died in August.

Building repairs

A-2

MUSEUM OF CULPEPER HISTORY (Virginia)

Museum Collections / Size

Private or Gov’t

Funding Types / Revenue Stream Marketing Staffing Governance Operating Budget

Challenges

Museum of Culpeper History (located in train depot station) 113 S. Commerce St. Culpeper, VA 22701 Hours: Monday – Saturday 10am-5:00pm Closed Easter, Christmas and Thanksgiving and from Sept 31 – to the first week of February to manage exhibits Admission: $4 Adults Children - free $2 for train ride Visitors Per Year: 10,000

Size ? Collections are donated or loaned

501©3

“Friends of” membership fee: $50 Heritage Cabinet –Pledge requests for a 5-year commitment:

Captain $5,000 ($1,000 per year) Major $15,000 ($3,000 per year) Colonel $25,000 ($5,000 per year) General $50,000 ($10,000 per year) Governor $75,000 ($15,000 per year)

On-line donation form managed by Network for Good FY15 –$10,000 grant from the County and $6,250 from the Town of Culpepper Fundraisers: - History Alfresco-an annual black tie event at historic sites.

- History’s Happenings/ Wine purchase program – % of proceeds go to museum; partnering w/local vineyard (Prince Michel).

- Annual “Walk with the Dinosaurs” – 900 indivs. went to Luck Stone Quarry; paid $10 per car

- “March Membership Madness” campaign to solicit

new “Friends of the Museum”. Current members are asked to renew their membership (Approx. $20K raised

-September 2015 Raffle for $2500 travel voucher – tickets are $20/each (500 tickets to be sold)

Brochures

News releases

Link on Culpeper County website

Word of mouth

(small budget for marketing)

1 F-T

3 P-T

1 contract employee

= bookkeeper

30-40 Volunteers

Board of Trustees (12 members) - 1 liaison to the Town

of Culpepper - 1 liaison to the

County of Culpepper Museum Director reports directly to the Board

$140,000

Money

A-3

FAIRFAX MUSEUM & VISITORS CENTER (VIRGINIA)


Funding Types / Revenue Stream Marketing Staffing Governance Operating Budget Challenges

Fairfax Museum & Visitors Center 10209 Main Street Fairfax, VA 22030 703-385-8414 www.historicfairfax.org includes: Blenheim Civil War Interpretative Center (4,000 sq. ft); Ratcliff-Allison House Hours: 9:00am-5:00pm Closed: Easter, Christmas, Thanksgiving, and New Year’s Day Admission Fee: free Visitors: ??

Donations Loans Historic Properties: Old Town Hall, Ratcliffe-Allison House Blenheim Civil War Museum and Visitor Center Grandma’s Cottage Marker Program – historical markers

Non-profit

Membership fees tier: Individual = $25 Add’l household member =$10 Non-profit orgs. = $35 For profit orgs. = $50 2014 - $6,085 dues received reported Recognition bricks (placed in front of museum) = $100 White House Christmas Ornaments = $20 Taste of the Vine annual fundraiser - $55 Historic Fairfax City Walking Tours $10-Adults, $5-children, $25-Families Gift shop proceeds Educational events

Via City’s webpage (page on museum)

8 full time 31 volunteers

Historic Fairfax City, Inc (HFCI) opened and runs the museum. It was created by City Council in 1982 to preserve historic properties. Board of Directors serves in an advisory role to the City’s Director of Human Resources and City Council -4 Executive Officers -15 Directors

2014 Reported Financials: - $31,113 reported receipt of contribution, gifts,& gifts ($7,754 grants) -$67,196 expense -$281,576 net assets

Funding Blenheim needs to comply with ADA standards. Need new exhibit space Building preservation

Notes Could not reach curator/director HFCI, a 501© 3 non-profit, was created by the Fairfax City Council in 1982 to help manage and preserve historic properties within the City of Fairfax and to increase the public’s awareness and appreciation for those properties and for the City’s rich history. Housed in the former Fairfax Elementary School which was built in 1873. Renovations took 5 years. Moved into the facility on July 4, 1992.

A-4

http://www.historicfairfax.org/

http://www.historicfairfax.org/

MUSEUM OF FREDERICK COUNTY HISTORY


Funding Types / Revenue Stream Partnerships Marketing Staffing Governance Operating Budget Challenges

Museum of Frederick County History (includes Tanney House) 24 E. Church Street Frederick, MD 21701 Hours: Tues. – Sat. 10a-4p Thurs. – 10a – 10p Research Center within museum: Thurs. – 10a – 8p Fri. & Sat. – 10a – 4p Admission Fees: Museum: $6-adults, $3-youth Taney House: $7 Visitors: Approx. 1,600

?

501©(3)

Membership Tiers: Benefactor - $500 Associate - $250 Patron - $100 Contributor - $75 Fees (731 members in 2011) Bookstore Annual Appeal Endowment fund) Fundraising events: Festival of Trees – $1 per vote on best decorated tree from artists, citizens,… Weekend Walking tours of Historic Frederick and Murder & Mayhem Walking Tours: $7/adults; $6/seniors; $5/children Research fees - $6/ per day; $3/per youth Facility Rentals: Activities Room (up to 50 ppl.) - $75/hour and $50 add’l hour Heritage Garden (up to 150 ppl.) - $600 for full use and $350 limited use 2013 tax report – Did not receive more than $5,000. Reported $201,874 in Contributions & Gifts

Chamber of Commerce Partners on Exhibits: Western Maryland Chapter of the American Red Cross Carrollton Manor Chapter of DAR

Facebook Twitter Festival of Trees brought in visitors Downtown Frederick Partnership Org.

3 plus Volunteers

Historical Society of Frederick County (approx. 15 Board members)

Museum Budget: 2013 Reported Budget - $201,000 Research Center: 2013 Reported Budget-$156,300 Robert B. Taney House: 2013 Reported budget - $44,657 2013 Reported Program Service expenses: $328,314

Older building Lack of staff Effort ongoing for museum to become relevant to 21st Century

Executive Director and Historical Society of Frederick County are working on new strategic plan. Location: Located in historical house (former orphan asylum) Frederick County Archives & Research Center (formerly the Historical Society of Frederick County’s Library) – housed in Museum– Collections are not circulated. Contains Civil War records, maps, family histories, photographs and books. - Reading room is secured … cannot bring in handbags, backpacks, briefcases and coats. Secured lockers are available.

A-5

LOUDOUN HERITAGE FARM MUSEUM

Museum Collections Private or Gov’t Funding Types / Revenue Stream

Partnerships Marketing Staffing Governance Operating Budget

Challenges

Loudoun Heritage Farm Museum 21668 Heritage Farm Lane, Sterling, Virginia, 20164

Hours: Tues. – Sat. - 9:30a - 4:30p

Sat. – Sun. – 11:30a-4:30p

Admission: $5/Adults, $4/Seniors & Military, $3/Children 2-12

Visitors: averages between 16,000 – 18,000/year

3 large collections; interactive and static exhibits

Public/ private partnership between Loudoun County and Heritage Farm Museum Board

Membership Tiers: Blue Ribbon - $150 Red Ribbon - $125 Classic - $100 Weekly Class - $75 Quarterly - $50

Gift Shop

Kids' Holiday at the Museum. $35/child (fee includes $15 to spend in secret shop)

Kids’ Night at the Museum – $35/child

Loudoun Preservation and Conservation Coalition

Discount coupon programs

Postcards sent 4 times a year

Market to schools and homeschoolers

Periodic print media including Virginia Travel Guide

Brochures placed in select outlets in the County

Sponsor of the Piedmont Environment Council’s “Buy Fresh/Buy Local” brochure

Outreach booths at County events (Lucketts Fair, Aldie Harvest Festival, Oatlands Fall Festival, Leesburg Flower & Garden Show, Main Street Agriculture)

1 full-time, 3 part-time

4 instructors

Board, teen and adult volunteers – 2,300 hours per year

Heritage Farm Museum Board of Directors (26 members)

$220,000

County pays utilities up to $30,000/yr.

County pays $137,000 management fee yearly

Drop in public education program due to transportation challenges at Schools

Unbenefited employees

Aging structure requiring constant maintenance

Lack of exhibit space

A-6

THE LYCEUM (VIRGINIA)



Partnerships Marketing Staffing Governance Operating Budget Challenges

The Lyceum Alexandria's History Museum 201 S. Washington St. Alexandria, Virginia 22314 703.746.4994 Hours: Mon.– Sat. 10am-5pm Sun.- 1pm-5pm Admission Fee: $2 Visitors Per Year: 35,000

5,000 Includes the donation of 600 pieces from the Howard W. Smith Silver Collection

City owned and managed

City funded Museum store (money goes towards expenses) There is a satellite store at the Hilton Hotel in Alexandria. Programs: Poe in Alexandria - $15 Homeschool Day: Wrights’ Flights in Alexandria $8 Average cost of visitor / participants in program - $13.90 Facility rental fees: $75-100K/yr. ($100-$350 per hour) –This money goes back to the City’s fund.

Not with local businesses though Director is pursing Newport News Shipbuilding (Tidewater) re. a big exhibit on Alexandria & WWI. No “friends of” group –disbanded 3 yrs. ago.

No advertising budget Uses “Destination Marketing” approach – “no one comes to Alexandria to visit the Lyceum” City of Alexandria Website Twitter Facebook Pinterest Instagram You Tube Strategy is to be community history resource

2 F-T Director and Curator volunteers

Office of Historic Alexandria

$486,458 Fully funded by City Money for collections and programs need to be raised. Proposal to add $25,000 for staff to care for collections

Upkeep of historic building 2013- 110,000 roof repairs, $145,000 HVAC FY2016 – 160,000 repairs to entry Making museum relevant to the community Providing a real service

Building Built in 1939. The original Lyceum building is the museum's most treasured artifact, representing one of the country's best examples of Greek Revival architecture. The Lyceum has been used as a cultural center, a barracks and hospital, a private residence, an office building and Virginia's first Bicentennial Center. Listed in the National Historical Places Register.

Contact Jim Mackay, Museum Director, City of Alexandria, 703-746-4994, [email protected] Some issues with “friends of” groups – ongoing discussions with sister museums to form “One central group to support all city museums”.

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mailto:[email protected]

mailto:[email protected]

LYNCHBURG MUSEUM (Virginia)



Partners Marketing Staffing Governance Operating Budget

Challenges

Lynchburg Museum 901 Court Street Lynchburg, VA Hours: Mon.-Sat. 10am-4pm Sun. 12:00p – 4:00p Closed on holidays Admission fee: free Visitors: 10,446

20,000+ objects 10,000 Photos Point of Honor (federal building) = 25,000 objects. Created by a bequest in 1970’s Offsite storage area is located at City’s business development center

501©3

Membership fee tiers - $25, $50 & $75. Gift shop Grants (local) for the “Experience the James” Exhibit from: • James River Association • Lynch’s Landing • Amazement Square • Bank of Games • Economic Development

Authority FY14- $27,292 in contributions received Foundation sends out 2 solicitation letters a year Seminars - $10

Partners on exhibits (mostly in promotions): • Lynchburg Parks and

Recreation • Lynchburg Water

Resources • Virginia Canals and

Navigation Society City of Lynchburg’s website has link to Museum’s events

Facebook / Twitter Some marketing materials City of Lynchburg promotes the museum via the City’s “Sustainable Lynchburg” program; – “Arts & Culture” was a component. This resulted in an increase of 12.4% visits to the museum and 22.8% increase in visits to Point of Honor. AAA listed attraction Trip Advisor recommendation Word of mouth – especially via educational programs

4 F-T: Director, Curator, Admin. Associate and Museum Educator 8 – P-T 42 volunteers

Advisory Board is appointed by the City Council. It advises the Museum Director and City Council. The Board meets with the City Council and Museum Director first, then after a break, meets the City staff in a separate meeting to discuss finances. Museum Director reports to the Director of Lynchburg’s Parks and Recreation.

$448,00

2014 Reported income - $109,489

City funds staff, utilities & maintenance of building and grounds)

Funding Renovations needed 2014- major roof repair Currently undergoing study on climate control system due to mold outbreak

Courthouse Location 1976 – City approved the Lynchburg Museum System to locate to the Court House 1977 – Museum created in the Old Court House ---it did not have an earlier home. There were some small exhibits in a Woman’s Club and in City Hall but it was not a full-fledged museum. 1980 – Opened to public 2000- Ceiling fell in $1.7M restoration project-new fire suppression system, video & security system, mechanical system, cupola repairs, historic chandelier refurbished. Funding received via state historic tax credits and Enterprise Zone Real Property Improvement Grants to supplement City funding. 2004 – Renovations started 2003- Contract awarded 2006 - Construction completed. Needed to raise $950,000 for exhibits – requested tax deductible gifts. - Received an award from Virginia for the restoration project. Three floors of space; ADA compliant, elevator in rear of building

Museum Director Comments

Define specifications when moving to a new space and engage a museum design firm. Moving museum into a government/city department – “sloppy and risky”. Increased tourism has been generated with good programs & having an educator work with schools and other groups. Need a marketing budget and plan. Need local tourism effort.

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MANASSAS MUSEUM (VIRGINIA)

Museum Collections / Size

Private or

Gov’t

Funding Types Partnerships Marketing Staffing Governance Operating Budget

Challenges

Manassas Museum (Virginia) 9101 Prince William St. Manassas, VA 20110 Hours: 10:00a-5:00p Closed Mondays, Labor Day through Memorial Day, and holidays Admission Fee: Free Visitors: 7,786

8,000+ objects worth approx.. $2.1M 6,404 sq. ft museum space Donations and loans

City owned

City funds Program / event proceeds Store sales Fees for tours and speeches Museum Associates memberships fees from $50 - $1,000/yr. Museum Associates raised $4,500 in FY14 Merchant Trust ($960,000 balance on 12/2014 for expansion, redesign of space or exhibit galleries upgrades ) Event Dinner raised $1,000 for Liberia’s restoration

Schools- special exhibits; movie nights on lawn Historic Manassas, Inc.- cooperative events & joint promotion Discover Prince William/Manassas- event, program & tourism promotion Virginia Main Street Program Journey Through Hallowed Ground Manassas National Battlefield – cross-promotion partner Price William Historic Preservation Div.-joint exhibits & programs Old Town Business Assoc. – cooperative advertising & online research; cooperative events such as Sidewalk Sales & First Fridays; cooperation with tour groups Virginia Civil War Trails Program – nationwide marketing assistance in promoting state-wide historic attractions. Grant Challenges: (1) most philanthropic orgs require City to pledge funds; (2) large-scale philanthropic support affected by System’s lack of accreditation by the American Alliance of Museums. Recent grants for Liberia Restoration Fund: Northern Virginia Electric Cooperative (NOVEC) GFWC Woman’s Club of Manassas, Inc. Mark Olsen, Old Towne Landscaping Tina Reichenbach, Richbrook Conservation

Museum is considered “cornerstone of the City’s tourism effort” Virginia Tourism Corp.- cooperative advertising and online reach Some print collateral

3 F-T and 4 p-t 4 Seasonal hires 36 volunteers

Director of Community Development- City of Manassas Manassas Historic Resources Board (16 members) serves as policy board -appointed by Manassas City

$748,460

Capital Improvement Projects (CIP) Budget for next 5 years: $748,000 for facilities maintenance & repairs) “City sets 30% target recovery goal but actual recovery is approximately 21% - via donations”

Decline in visits Facility dated Dated facility – need to revitalize existing facility without expansion. Exhibits have not kept up with technology Need to engage non-English speaking visitors Liberia Plantation – ongoing restoration projects – Needs funding

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NATIONAL SPORTING LIBRARY AND MUSEUM (MIDDLEBURG, VIRGINIA)


Funding Types / Revenue Stream Partnerships Marketing Staffing Governance Operating Budget

Challenges

National Sporting Library Museum 102 The Plains Road Middleburg, VA 20117 2 buildings on a 6 acre campus Hours: Wed./Thurs./ Friday-10:00a - 5:00p Sat. 10:00a-5:00p Sun. 1:00p-5:00p Closed holidays Admission: Adults $10 Seniors $8 Youth $8 Children –free Free admission on Wednesdays and the last Sunday of the month Visitors: 6,000

Donations Purchases 26,000 books and works of art (5,000 rare books) Expanded to include library and research center

501©3

Annual Polo Benefit Gallery - Sponsors: Bouvet Ladubay and Northern Trust Partners: Middleburg Life, Ferrari Club of America-Mid-Atlantic Region; plus 13 “Table Sponsors” Founders Room Rental - $5,000 (sits 86) Rec’d $200,000 from membership dues Membership Tiers: Student - $25 / Individual - $50 Household - $100 / Association - $250 Guardian - $1000 Circle Memberships (receive higher levels of benefits): Patron Circle - $2500 Conservative Circle - $5,000 Benefactor Circle - $10,000 Leadership Circle – amount not noted Annual Auction Special exhibits: Adults-$10, Seniors-$8, Youth-$8 Does not seek public grants – “Grants are good when museums are doing well.”

No funding partnerships Shares some resources with Virginia Tech

Rely heavily on special exhibits and programs to market museum. Participation in the”4th Fridays” of the month – helps draw visitors to the museum. “Use admissions to market the museum”

8 F-T 6 seasonal volunteers Robust internship program

Board of Directors: 4 officers, 15 Directors, 4 Advisory, 1 Executive Director (their “dues are sizable)

$1.6M

Location Mission is tight – based on horse & field and not reflective on all the collections. (Executive Director’s goal is to change mission)

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SACRAMENTO HISTORY MUSEUM (CALIFORNIA)




Sacramento History Museum 101 I Street Sacramento, CA 95814 916-808-7059 Hours: 10a – 5:00p Closed on holidays Admission Fees: Adults - $6 Youth - $4 Visitors: 4,000-6,000

local heritage, art & gold rush *Collections are owned by the City and the County of Sacramento

501(3)©

Solicits donations via website Membership Tiers: Student - $25 Senior - $25 Individual - $35 Family - $45 Premium Memberships Tiers (entry into other museums): $100 / $250 / $500 / $1,000 Field trips for students: $4/student Education programs Tours: Underground - $15 Gold Rush - $10 Ghost $15(adults) $10(youth) Museum rentals - $1,000 for space accommodating up to 299 ppl (can rent space out for birthday parties) Conference room space - $500 & $250 (20 ppl)

Wells Fargo (historical ties to the area) Hewlett Packard Bank of America sponsored a large exhibit City of Sacramento (Convention and Cultural Services Dept.) Center for Sacramento History (CSH) is the official repository and research center for Sacramento City. Works with the Museum to research / produce programs and exhibits. Imax Theatre – combine educational film with tour

$20,000 marketing budget for print collateral: • Public

programs • Educational

programs Marketing focuses on tour programs & special events. Works with contracted service, utilizing newspaper advertising, TV spots (unpaid) and radio. Leverage free editorials and press releases

13 F-T and P-T staff Temps are tour guides volunteers

Sacramento History Alliance (SHA) operates the museum. Board of Directors – 22 members

$1,000,000

The City provides operational funding (utilities, IT support, building maintenance and funding for one staff person)

Still recovering from the 2008 economic downturn. Staffing levels are not where they need to be. Had to learn to run like a business. Currently in “master planning phase to redesign the museum and better meet the visitors’ needs. Need a development director.

Comments *The City of Sacramento and Sacramento County previously owned the museum. They turned it over to the Sacramento History Alliance (non-profit) three years ago so it could raise its own money and receive grant funding. Collections are still owned by the City and County. Government funding had to be scaled back. The Museum is not in an old building; the front is a replica of 1854 City Hall and Waterworks Building and is located in the historical district. Opened in 1985.

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VICKSBURG OLD COURT HOUSE MUSEUM (MISSISSIPPI)

Museum Collections Private or

Gov’t



Vicksburg Old Court House Museum 1008 Cherry St Vicksburg, MS 39183 McCardle Research Library is within the Museum; it has 1,400 books and documents. Hours: 8:30am-4:00pm Admission: $5 – general admin. $4.5 – seniors $3 – grades 1 – 2 Visitors Per Year: 35,000-40,000 (visits are expected to increase due to a new Steamboat Tour)

“tens of thousands of artifact” McCardle Research Library is operated by the Museum. Contains 1,400 donated books

501©3

Fee for Library research Gift shop proceeds 500 members donate on an annual basis. Fees: $25 – individual $100 – supporter $500 – benefactor $50 – friend $250 – patron $1,000 – philanthropist Spring Flea Market 1 Space - $60 2 Spaces - $120 Food Space $70 Night of the Museum- $10-adults; $5-children Christmas Ball - $25/single; $50/couple Reported receiving less than $15,000 in fundraising in 2013 Reported receiving less than $15,000 in grants in 2013

Vicksburg National Military Park for special events

Brochures at B&B’s and local shops TripAdvisor Facebook

2 F-T 3 P-T volunteers

Operated by the Vicksburg and Warren County Historical Society 4 Board members

2013 Reported Financials: $420,000 budget - $130,710 revenue - $146,027 expenses County owns the building and pays for utilities

(did not speak to museum contacts)

Notes Built in 1858. Survived Union shelling and a direct hit by a tornado in 1953. Courthouse was in neglect for many years. A new Courthouse was built in 1939. Museum opened in Museum in 1948 by the Vicksburg and Warren County Historical Society. The Society was created to save the Courthouse from being demolished and turned into a parking lot. Named a historic site in 1968. The building stands as an architectural gem and was named one of the 20 most outstanding courthouses in America by the American Institute of Architects (Did not reach director or curator)

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Board of Supervisors Business Meeting - Loudoun Now · Memorandum of Understanding between the County and the Loudoun Museum. BACKGROUND: In July 2015, the Board of Supervisors approved

Documents